GOVERNMENT OF THE DISTRICT OF COLUMBIAExecutive Office of Mayor Muriel Bowser
Office of the City Administrator
March 6, 2015
The Honorable Phil Mendelson, ChairmanCouncil of the District of Columbia1350 Pennsylvania Avenue, NWWashington, DC 20004
Dear Chairman Mendelson:
By letter dated January 28, 2015, you requested that the Office of the City Administrator(“OCA”) provide responses to a series of questions in preparation for the Committee of theWhole’s March 12, 2015, oversight hearing on the performance of OCA during Fiscal Year 2014and Fiscal Year 2015 to date.
Answers to these questions have been inserted into the text below or, where indicated, have beenprovided as an attachment.
If you have any additional questions, or need any additional information, please do not hesitateto contact me at 202-727-7316 or have your staff contact Barry Kreiswirth, General Counsel andSenior Policy Advisor, at 202-615-2091.
Sincerely,
Rashad M. YoungCity Administrator
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OFFICE OF THE CITY ADMINISTRATORRESPONSES TO PERFORMANCE OVERSIGHT PRE-HEARING QUESTIONS
1. Question: Please provide, as an attachment to your answers, a current organizationalchart for your agency with the number of vacant and filled FTE’s marked in each box.Include the names of all senior personnel, if applicable. Also include the effective dateon the chart.
Response: Please see Attachment A.
2. Question: Please provide, as an attachment, a Schedule A for your agency whichidentifies all employees by title/position, current salary, fringe benefits and programoffice as of January 26, 2015. The Schedule A also should indicate any vacant positionsin the agency. Please do not include social security numbers.
Response: Please see Attachment B.
3. Question: Please list all employees detailed to or from your agency, if any. For eachemployee identified, please provide the name of the agency the employee is detailed to orfrom, the reason for the detail, the date of the detail, and the employee’s projected date ofreturn.
Response: The following employees are currently on detail to OCA:
DETAILED EMPLOYEES
EmployeeName
DetailedFrom
Detailed To Reason for DetailDate of
the Detail
ProjectedDate ofReturn
Musawwir,Lucian
Coleman
Departmentof GeneralServices
Office of theCity
Administrator
To assistwith performancemanagement and
accountability of variousDistrict agencies
December2011
March 31,2015*
Harris,Magdalene
Departmentof GeneralServices
Office of theCity
Administrator
To assistwith performancemanagement and
accountability of variousDistrict agencies
December2011
March 31,2015*
*These employees were originally scheduled to return to the Department of General Services in January 2015. Theirdetails were temporarily extended, however, so that the employees could assist in the completion of agencyperformance accountability reports, support agencies during their performance oversight hearings, and prepareagency performance metrics for the Fiscal Year 2016 proposed budget.
No employees are currently detailed from OCA to another agency.
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4. Question: (a) For fiscal year 2014, please list each employee whose salary was $110,000or more. For each employee listed provide the name, position title, salary and amount ofany overtime and/or bonus pay. (b) For fiscal year 2015, please list each employee whosesalary is or was $110,000 or more. For each employee listed provide the name, positiontitle, salary and amount of any overtime and/or bonus pay as of the date of your response.
Response: Please see the following charts:
SALARIES ABOVE $110,000Fiscal Year 2014
Employee Name Position Title SalaryOvertime and/or Bonus Pay
Lew, Allen City Administrator $295,000 $0
Graves, Warren Chief of Staff 198,919 0
Robinson Jr, Anthony D Director 159,135 0
Campbell, Natasha Director, LRCB 154,500 0
Kreiswirth, Barry Senior Legal Advisor 124,630 0
Levy, Michael Supervisory Attorney Advisor 124,100 0
Aqui, Dean Supervisory Attorney Advisor 120,712 0
Bell, Melanie Management and Program Analysis Officer 116,390 0
Bullock, Repunzelle Attorney Advisor 114,552 0
Yeung, Sing Chuen Management and Program Analysis Officer 113,300 0
SALARIES ABOVE $110,000Fiscal Year 2015
Employee Name Position Title SalaryOvertime and/or Bonus Pay
Young, Rashad Mikal City Administrator $295,000 $0
Donahue, Kevin J Deputy City Administrator 185,000 0
Shorter, Christopher Director of Agency Operations 168,500 0
Kreiswirth, Barry Senior Legal Advisor 149,500 0
Aqui, Dean Supervisory Attorney Advisor 136,767 0
Levy, Michael Supervisory Attorney Advisor 127,823 0
Bell, Melanie Management and Program Analysis Officer 124,677 0
Yeung, Sing Chuen Management and Program Analysis Officer 121,367 0
Naylor, Kathryn Attorney Advisor 117,900 0
Johnson, Repunzelle Attorney Advisor 117,990 0
5. Question: Please list, in descending order, the top 25 overtime earner in your agency forfiscal year 2014. For each, state the employee’s name, position or title, salary andaggregate overtime pay.
Response: There was no overtime pay, bonuses, or special pay awards for any employeesof OCA in Fiscal Year 2014.
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6. Question: For fiscal years 2013, 2014 and 2015 (to date), please provide a list ofemployee bonuses or special award pay granted that identifies the employee receiving thebonus or special pay.
Response: There was no overtime pay, bonuses, or special pay awards for any employeesin the requested years.
7. Question: For fiscal year 2015 (to date), please list each employee separated fromthe agency with separation pay. State the amount and number of weeks equivalents.Also, for each, state the reason for the separation.
Response: Please see the chart below:
SEPARATED EMPLOYEESFiscal Year 2015
NameNumber of weeks
of separationDollar amount of
separation payReason
Gorman, Darryl 8 $24,482.31 Not retained/new administration
Graves, Warren 10 $39,401.21 Not retained/new administration
Lew, Allen 10 $56,730.77 Not retained/new administration
Moss, J Laverne 10 $21,143.53 Not retained/new administration
Robinson, Anthony 10 $31,520.97 Not retained/new administration
8. Question: For fiscal years 2013, 2014 and 2015 (to date), please state the total number ofemployees receiving worker’s compensation payments.
Response: For Fiscal Years 2013, 2014 and 2015 (to date), no OCA employees receivedworker’s compensation payouts.
9. Question: For fiscal years 2014 and 2015 (to date), please list in chronological order, allintra-District transfers to or from the agency.
Response: Please see the charts below:
INTRA-DISTRICT TRANSFERSFiscal Year 2014
Transferor TransfereeAmountof MOU
Dates ofMOU
Purpose of Intra-DistrictTransfer
Office of the CityAdministrator
Executive Officer of theMayor
$7,00010/1/2013-9/30/2014
Support services
Office of the StateSuperintendent for
Education
Office of the CityAdministrator
$500,00010/1/2013-9/30/2014
Special educationtransportation audit
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Office of the StateSuperintendent for
Education
Office of Labor Relationsand Collective Bargaining
$225,00010/1/2013-9/30/2014
Collective bargainingnegotiations
Fire and EmergencyMedical Services
Department
Office of Labor Relationsand Collective Bargaining
$10,00010/1/2013-9/30/2014
Collective bargainingnegotiations
University of theDistrict of Columbia
Office of Labor Relationsand Collective Bargaining
$30,00010/1/2013-9/30/2014
Collective bargainingnegotiations
District of ColumbiaPublic Library
Office of Labor Relationsand Collective Bargaining
$70,00010/1/2013-9/30/2014
Collective bargainingnegotiations
Not-for-ProfitHospital
Corporation
Office of Labor Relationsand Collective Bargaining
$225,00010/1/2013-9/30/2014
Collective bargainingnegotiations
INTRA-DISTRICT TRANSFERSFiscal Year 2015 to date
Transferor TransfereeAmountof MOU
Dates ofMOU
Purpose of Intra-DistrictTransfer
Office of the CityAdministrator
Officer of the Secretary $7,00010/1/2014-9/30/2015
Support services
Office of the StateSuperintendent for
Education
Office of the CityAdministrator
$393,15410/1/2014-9/30/2015
Special educationtransportation audit
Not-for-ProfitHospital
Corporation
Office of Labor Relationsand Collective Bargaining
$300,00010/1/2014-9/30/2015
Collective bargainingnegotiations
District of ColumbiaPublic Library
Office of Labor Relationsand Collective Bargaining
$70,00010/1/2014-9/30/2015
Collective bargainingnegotiations
Office ofAdministrative
Hearings
Office of Labor Relationsand Collective Bargaining
$50,00010/1/2014-9/30/2015
Collective bargainingnegotiations
Office of the StateSuperintendent for
Education
Office of Labor Relationsand Collective Bargaining
$225,00010/1/2014-9/30/2015
Collective bargainingnegotiations
10. Question: Please list, in chronological order, every reprogramming of funds into and outof the agency for fiscal years 2014 and 2015 (to date). Include a “bottom line” thatexplains the revised final budget for your agency. For each reprogramming, list thereprogramming number, the date, the amount and the rationale.
Response: Please see the chart below:
REPROGRAMMINGSFiscal Year 2014
ReprogrammingNumber
Transferor-Transferee
Amount DatePurpose of Reprogramming
14-0464DDOT-OLRCB
$122,924 3/20/2014Position transfer from DDOT to
OLRCB
14-0498OCTO-OLRCB
$225,000 5/12/2014To provide O-type budget authority
(not a transfer of funds)
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REPROGRAMMINGSFiscal Year 2015 to date
ReprogrammingNumber
Transferor-Transferee
Amount DatePurpose of Reprogramming
15-0187 DCPCS-OCA $2,899,287 12/23/2014 Pay for Success program
15-0263 OCTO-OLRCB $150,000 2/10/2015To provide O-type budget authority
(not a transfer of funds)
11. Question: For fiscal year 2014 and 2015 (to date), please identify any special purposerevenue funds maintained by, used by, or available for use by your agency. For each fundidentified, provide: (1) the revenue source name and code; (2) the source of funding; (3) adescription of the program that generates the funds; (4) the amount of funds generatedannually by each source or program; and (5) expenditures of funds, including the purposeof each expenditure.
Response: The Office of the City Administrator does not have any special purposerevenue funds maintained by, used by, or available for use by the agency. However, theintra-District transfers of funds from the Not-for-Profit Hospital Corporation andUniversity of the District of Columbia noted in the charts provided in the response toQuestion 10 were treated as O-type funds since neither entity uses the District’s SOARaccounting system.
12. Question: Please list all memoranda of understanding (MOU) either entered into by youragency during fiscal years 2014 and 2015 (to date). For each, describe its purpose,indicate the date entered, and provide the actual or anticipated termination date.
Response: The charts provided in response to Question 9 list all memorandums ofunderstanding entered into by OCA during Fiscal Year 2014 and Fiscal Year 2015 todate.
13. Question: Please list each grant or sub-grant received by your agency in fiscal years2014 and 2015 (to date). List the date, amount, purpose of the grant or sub-grantreceived, and explain how the grant is allocated if it is a multi-year grant.
Response: There were no grants or sub-grants received by OCA in Fiscal Year 2014 orFiscal Year 2015
14. Question: Please list all currently open capital projects for your agency as of the date ofyour response, including those projects that are managed or overseen by another agencyor entity. Include a brief description of each, the total estimated cost, expenditures todate, the start and completion dates, and the current status of the project. Also, indicatewhich projects are experiencing delays and which require additional funding.
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Response: OCA has no open capital projects.
15. Question: Please list all pending lawsuits that name your agency as a party. Pleaseidentify which cases on the list are lawsuits that potentially expose the city tosignificant liability in terms of money and/or change in practices. The Committee is notasking for your judgment as to the city’s liability; rather, we are asking about the extentof the claim. For those claims identified, please include an explanation about the issuesfor each case.
Response: We are aware of no pending lawsuits that name OCA as a party.
16a. Question: Please list and describe any investigations, studies, audits, or reports onyour agency or any employee of your agency that were completed at any time sinceOctober 1, 2011.
Response: We are aware of the following investigations, studies, audits, or reports onOCA or any employee of OCA that were completed since October 1, 2011:
o Report of Office of the D.C. Auditor titled “Review of the District of Columbia’sPerformance Measurement System,” dated September 11, 2012.
o In FY13, the Office of the Inspector General (“OIG”) referred to OCA a complaintregarding the director of the Office of Labor Relations and Collective Bargaining.The complaint focused largely on the union coding of a position at the Department ofYouth Rehabilitation Services, and the OIG asked OCA to conduct an inquiry into thecomplaint. OCA conducted the inquiry, found no merit to the allegations set forth inthe complaint, and provided its conclusion and relevant documentation to OIG.Based on OCA’s response, OIG considers the matter closed.
16b. Question: Please list and describe any ongoing investigations, audits, or reports ofyour agency or any employee of your agency.
Response: We are aware of no ongoing investigations, audits, or reports of OCA orany employee of OCA.
17. Question: Please list, in chronological order, all employee grievances filed againstyour agency in fiscal years 2014 and 2015 (to date). Also, list any earlier grievancethat is still pending in any judicial forum. For each, give a brief description of thematter as well as the current status.
Response: We are aware of no employee grievances filed against OCA in FiscalYear 2014 or Fiscal Year 2015 to date.
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18. Question: In table format, please provide the following information for fiscal years2013, 2014 and 2015 (to date) regarding the agency’s use of Smart Pay (credit) cards foragency purchases: (1) individuals (by name and title/position) authorized to use thecards; (2) purchase limits (per person, per day, etc.); and (3) total spent ( by person andfor the agency).
Response: A list of OCA employees with SmartPay credit cards for Fiscal Year 2013,Fiscal Year 2014, and Fiscal Year 2015 is included in the following chart:
SMARTPAY (Credit Cards)Fiscal Year 2013
Name Position/Title Purchase Limits Total Spent
Denise Richardson Executive AssistantSingle Purchase Limit: $5,000Monthly Cycle Limit: $20,000
$63,182.29
Wendell L. Holt Staff AssistantSingle Purchase Limit: $5,000Monthly Cycle Limit: $20,000
$94,721.24
SMARTPAY (Credit Cards)Fiscal Year 2014
Name Position/Title Purchase Limits Total Spent
Mary Redfearn Executive AssistantSingle Purchase Limit: $5,000Monthly Cycle Limit: $20,000
$18,642.68
Wendell L. Holt Staff AssistantSingle Purchase Limit: $5,000Monthly Cycle Limit: $20,000
$54,760.57
SMARTPAY (Credit Cards)Fiscal Year 2015
Name Position/Title Purchase Limits Total Spent
Mary Redfearn Executive AssistantSingle Purchase Limit: $5,000Monthly Cycle Limit: $20,000
$20,231.31
Wendell L. Holt ., NW, Suite 513SingleSingle Purchase Limit: $5,000Monthly Cycle Limit: $20,000
$9,493.32
19. Question: (a) In table format, please provide the following information for fiscal years2013, 2014 and 2015 (to date), regarding your agency’s use of cellular phones andmobile devices;(1) individuals (by name and title/position) authorized to carry and usesuch devices; (2) total annual expense (FY) for each individual’s use; and (3)justification for such use (per person). If the list is more than one page in length, youmay provide it as an attachment.
Response: Please see the chart below:
CELLULAR PHONES AND MOBILE DEVICESFiscal Year 2013
Name Position Device(s) Total Annual Expense
Aqui, Dean Supervisory Attorney Advisor iPhone $780.00
Bell, Melanie Management and Program iPhone and iPad $1,199.88
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Analysis Officer
Brown, Vicki Staff Assistant iPhone $780.00
Campbell,Natasha
Director iPhone and iPad $1,199.88
Graves, Warren Chief of Staff iPhone and iPad $1,199.88
Holt, Wendell Staff Assistant iPhone $780.00
Kreiswirth, Barry Senior Legal AdvisorBlackberry and
iPad$1,199.88
Levy, Michael Supervisory Attorney Advisor iPhone $780.00
Lew, Allen City Administrator iPhone and iPad $1,199.88
Love, PhyllisManagement and Program
Analysis OfficeriPhone and iPad $1,199.88
Moss, J Laverne Executive Assistant iPhone and iPad $1,199.88
O’Neill, Jonathan Supervisory Attorney Advisor iPhone $260.00
Robinson Jr.,Anthony
Director of Communications iPhone and iPad $1,199.88
Williams Jr.,David
Program Analyst iPhone $780.00
Yeung, SingChuen
Management and ProgramAnalysis Officers
iPhone and iPad $1,199.88
Yuckenberg,Jason
Program Analysis Officer iPhone and iPad $1,199.88
CELLULAR PHONES AND MOBILE DEVICESFiscal Year 2014
Name Position Device(s) Total Annual Expense
Aqui, Dean Supervisory Attorney Advisor iPhone and iPad $1,199.88
Bell, MelanieManagement and Program
Analysis OfficeriPhone and iPad $1,199.88
Brown, Vicki Staff Assistant iPhone $780.00
Campbell,Natasha
Director iPhone and iPad $999.90
Graves, Warren Chief of Staff iPhone and iPad $1,199.88
Holt, Wendell Staff Assistant iPhone $780.00
Kreiswirth, Barry Senior Legal AdvisorBlackberry and
iPad$699.93
Levy, Michael Supervisory Attorney Advisor iPhone and iPad $1,199.88
Lew, Allen City Administrator iPhone and iPad $1,199.88
Love, PhyllisManagement and Program
Analysis OfficeriPhone and iPad $1,199.88
Moss, J Laverne Executive Assistant iPhone and iPad $1,199.88
Mulat, Nathan Program Analyst iPhone $455.00
Naylor, Katherine Attorney Advisor iPhone $780.00
Robinson Jr.,Anthony
Director of Communications iPhone and iPad $1,199.88
Williams Jr., Program Analyst iPhone $780.00
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David
Yeung, SingChuen
Management and ProgramAnalysis Officers
iPhone and iPad $1,199.88
Yuckenberg,Jason
Program Analysis Officer iPhone and iPad $1,199.88
CELLULAR PHONES AND MOBILE DEVICESFiscal Year 2015 to date
Name Position Device(s)Total Annual Expense
to Date
Aqui, Dean Supervisory Attorney Advisor iPhone and iPad $499.95
Banner, Timothy Executive Assistant iPhone $130.00
Bell, MelanieManagement and Program
Analysis OfficeriPhone and iPad$ $499.95
Brown, Vicki Staff Assistant iPhone $325.00
Bullock,Repenzelle
Attorney Advisor iPhone $325.00
Donahue, Kevin Deputy City Administrator iPhone and iPad $199.98
Garrick, Sean Special Assistant iPhone $130.00
Graves, Warren Chief of Staff iPhone and iPad $299.97
Holt, Kasmin Performance Analyst iPhone $130.00
Holt, Wendell Staff Assistant iPhone $325.00
Kreiswirth, Barry Senior Legal Advisor Blackberry $130.00
Levy, Michael Supervisory Attorney Advisor iPhone and iPad $499.95
Lew, Allen City Administrator iPhone and iPad $299.97
Love, PhyllisManagement and Program
Analysis OfficeriPhone and iPad $299.97
Morgan, Sharona Program Support Specialist iPhone $130.00
Moss, J Laverne Executive Assistant iPhone and iPad $299.97
Mulat, Nathan Program Analyst iPhone $325.00
Naylor, Katherine Attorney Advisor iPhone $325.00
Robinson Jr.,Anthony
Director of Communications iPhone and iPad $299.97
Shorter,Christopher
Director of Agency Operations iPhone $130.00
Thompson, EmileSenior Legislative Policy
AnalystiPhone $130.00
Williams Jr.,David
Program Analyst iPhone $260.00
Yeung, SingChuen
Management and ProgramAnalysis Officers
iPhone and iPad $499.95
Young, Rashad City Administrator iPhone and iPad $199.98
Yuckenberg,Jason
Program Analysis Officer iPhone and iPad $499.95
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Please note that the individuals who received cellular phones were issued these devicesbecause they need to be accessible at all times due to the nature of theirwork. Individuals who received iPads were issued these devices for use during meetingsand to enhance their productivity when not at their physical desk.
19b. Question: Please describe how your agency manages and limits its mobile, voice, anddata costs, including cellular phones and mobile devices.
Response: The agency limits cellular phones and mobile devices to critical staff. TheDistrict government is on a “pool plan” therefore avoiding any type of overage charges.
20. Question: (a) Does your agency have or use one or more government vehicles? If so, forfiscal years 2013, 2014, and 2015 (to date), please list these vehicles. You may group thevehicles by category (e.g., 15 sedans, 33 pick-up trucks, three transport buses, etc.). (b)Please list all vehicle accidents involving your agency’s vehicles for fiscal years 2013,2014, and 2015 (to date). Provide: (1) a brief description of each accident; (2) the type ofvehicle involved; (3) the justification for using such vehicle (4) the name andtitle/position of the driver involved; and (5) whether there was a finding of fault and, ifso, who was determined to be at fault.
Response: The government vehicles used by the OCA in fiscal years 2013, 2014, and2015 (to date) are provided in the chart below.
GOVERNMENT VEHICLESFiscal Year Vehicles
2013 1 Dodge Caravan, 1 Chrysler Pacifica*2014 1 Dodge Caravan, 1 Chrysler Pacifica*
2015 (to date) 1 Dodge Caravan, 1 Dodge Durango*In FY 2013 and FY 2014, the OCA had temporary access to a Chrysler Pacifica foremergencies and inclement weather.
We are not aware of any accidents involving any OCA vehicle in Fiscal Year 2013,Fiscal Year 2014, or Fiscal Year 2015 to date.
21. Question: D.C. Law requires the Mayor to pay certain settlements from agency operatingbudgets if the settlement is less than $10,000 or less than two year old (see D.C. Code §2-402(a)(3)). Please itemize each charge-back to your agency for a settlement orjudgment pursuant to D.C. Code § 2-402.
Response: There were no charge-backs for settlements or judgments in Fiscal Year 2013,Fiscal Year 2014, or Fiscal Year 2015 to date.
22. Question: (a) D.C. Law prohibits chauffeurs, take-home vehicles, and the use of SUVs(see D.C. Code §§ 50-203 and 50-204). Is your agency in compliance with this law?
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Please explain any exceptions. (b) If there are exceptions, please provide the following:(1) type of vehicle (make, model, year); (2) individuals (name/position) authorized tohave the vehicle; (3) jurisdictional residence of the individual (e.g., Bowie, MD); and (4)justification for the chauffer or take-home status.
Response: The Office of the City Administrator is in compliance with the chauffeur,take-home vehicle, and sport utility vehicle (SUV) requirements of D.C. Official Code §§50-203 and 50-204. As indicated in the response to Question 20, the Office of the CityAdministrator has one SUV assigned for its use; however, due to the responsibilities ofthe Office of the City Administrator, that vehicle is needed for emergency responsepurposes and for transportation during weather events
23. Question: In table format, please provide the following information for fiscal years 2013,2014 and 2015 (to date) regarding your agency’s authorization of employee travel: (1)individuals (by name and title/position) authorized to travel outside the District; (2) totalexpense for each trip (per person, per trip, etc.); and (3) justification for the travel (perperson).
Response: Please see the chart below:
AGENCY TRAVELFiscal Year 2013
Name Position/Title Purpose Total Spent
Yuckenberg, JasonProgram AnalysisOfficer
International City/CountyManagement Association annualconference
$333.88
Lew, Allen City AdministratorWall Street financial rating agenciesmeeting
$760.61
Levy, MichaelSupervisory AttorneyAdvisor
Meeting of the North AmericanAssociation of EducationNegotiators
$881.69
AGENCY TRAVELFiscal Year 2014
Name Position/Title Purpose Total Spent
Lew, Allen City AdministratorForeign investment and businessdevelopment
$161.10
Lew, Allen City AdministratorWall Street financial ratingagencies meeting
$717.05
Yuckenberg, Jason Program Analysis OfficerPerformance measurement andreporting conference
$390.50
Bell, MelanieManagement and ProgramAnalysis Officer
NIGP annual conference $205.72
Love, PhyllisManagement and ProgramAnalysis Officer
NIGP annual conference $218.50
Hathaway, Michael Attorney AdvisorLabor law and arbitrationconference
$10.50
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AGENCY TRAVELFiscal Year 2015
Name Position/Title Purpose Total SpentLew, Allen City Administrator Auto show public policy $489.05
24. Question: Please provide and itemize, as of January 26, 2015, the current number ofWhen Actually Employed (WAE), term and contract personnel within your agency. Ifyour agency employs WAE or term personnel, please provide, in table format, the nameof each employee, position title, the length of his or her term, the date on which he or shefirst started with your agency, and the date on which his or her current term expires.
Response: The OCA currently employs one term employee and one contractpersonnel. The table below provides the name of each employee, position title, the typeof employment, the length of the employee’s term, the date on which the employee firststarted with OCA, and the date on which the employees current term expires.
WAE, TERM, AND CONTRACT EMPLOYEESas of January 26, 2015
EmployeeName
PositionTitle
TypeLength of
TermStart Date
with AgencyTerm Expiration
DateBanner,Timothy
ExecutiveAssistant
Term 13 month 1/21/2015 2/21/2016
Mulat, NathanProgramAnalyst
Term 13 months 3/3/2014 4/2/2015
Montross,William L.
Contractor Contract 4 months 11/7/2014 3/1/2015
Harris, VincentAttorneyAdvisor
Contract 4 months 12/16/2013 5/15/2015
Barker, AdessaAttorneyAdvisor
Term 13 months 10/20/2014 11/28/2015
Tallon, MichaleSheckleford
AttorneyAdvisor
Term 13 months 10/6/2014 11/10/2015
25. Question: Please provide, as an attachment, a copy of your agency’s current annualperformance plan.
Response: Please see Attachment C.
26. Question: What are your top five priorities for the agency? Please provide a detailedexplanation for how the agency expects to achieve or work toward these priorities infiscal years 2015 and 2016.
Response: The top five priorities of OCA in Fiscal Year 2015 and Fiscal Year 2016 arethe following:
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1. Improve the District’s government operations and efficiency by establishing theOffice of Innovation, the Office of Performance Management, and the Office ofPublic-Private Partnerships. Establishing these offices will:o Increase the capacity of the city to enhance residents’ experiences with
government.o Improve government services and responsiveness by creating efficiencies and
advancing innovative solutions to public challenges.o Better leverage public-private partnerships to expedite vital capital projects.
2. Improve government oversight and provide for continuous quality improvementsin government programs and services. To achieve this goal, OCA will:o Facilitate approximately 20 CapStat sessions. These CapStat sessions will
track agency progress towards goals, help reduce operational costs, and helpimprove government services and increase government accountability.
o Appoint the District’s first Chief Performance Officer, who will oversee theday-to-day operations of the performance management program and ensurethat the District implements a comprehensive performance managementsystem that is informed by best practices.
o Establish the Office of Innovation, which will help develop and implementleading-edge practices across District government.
3. Implement the Mayor’s vision and priorities for improved District Governmentmanagement and operations. To achieve this goal, OCA will:o Work with agencies and the deputy mayors to implement innovative
government practices, with an emphasis on efficient and effective governmentoperations.
o Work with all government agencies to establish the best strategies to improvegovernment operations as well as ensure that every agency is customer-focused.
4. Implement fiscal responsibility and transparency in the budgeting process. Toachieve this goal, OCA will:o Develop fiscally responsible budget practices and continuously monitor
agency spending to ensure government services are delivered on time and onbudget.
o Make budget data more accessible and work with agencies to present budgetdata in an easily understandable and transparent format.
o Establish a budgeting process that includes opportunities for residents to sharetheir input through a variety of means, such as town halls, web-basedmechanisms, and neighborhood-based events.
5. Improve interagency coordination, collaboration, and communications. Toachieve this goal, OCA will:o Facilitate cross-agency collaboration that will lead to more effective use of
government resources and better leveraging of District assets to improvegovernment services.
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o Work with and through the deputy mayors to ensure the District servicesdelivery systems meet the needs of residents, businesses, and visitors.
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Attachment A
OCA Organizational Chart[effective February 1, 2015]
City AdminstratorRashad M. Young
Agency Operations5 FTEs (no vacancies)
________________________
Chris ShorterDirector of Agency Operations
Public Safety and Justice/ Govt Operations3 FTEs (no vacancies)
____________________
Kevin Donahue, Deputy City Administartor/Deputy Mayor for Public Safety and Justice
Office of the Deputy Mayorfor Public Safety and Justice
General Administration5 FTEs (no vacancies)
______________________
Sean GarrickExecutive Assistant
Legal1 FTE (no vacancies)
______________________
Barry KreiswirthGeneral Counsel
Office of Budget and Finance
Office of Labor Relations andCollective Bargaining
16 FTEs (1 Vacancy)______________________Dean Aqui, Interim Director
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Attachment B
OCA Schedule A
Title Name Hire DateVacStat
Grade Step Salary Fringe Department NameReg/
Temp/Term
SupervisoryAttorney Advisor
Aqui,Dean S 9/26/1986 F 10 0 $136,767 $34,192Office of LaborRelation
Reg
Attorney Advisor Barker,Adessa A 8/20/2012 F 12 1 69,961 17,490Office of LaborRelation
Term
ExecutiveAssistant
Banner, Timothy O. 1/21/2015 F 12 8 80,712 20,178Office of the CityAdministrator
Term
Mgmt. andProgramAnalysis Officer
Bell,Melanie J 5/31/2009 F 14 0 124,677 31,169Office of the CityAdministrator
Reg
Attorney Advisor Brown,Herman 1/26/2015 F 12 0 81,631 20,408Office of LaborRelation
Reg
Staff Assistant Brown,Vicki R. 10/29/2007 F 11 10 69,092 17,273Office of CityAdministrator
Reg
Deputy CityAdministrator
Donahue, Kevin 11/2/2015 F 11 0 185,000 46,250Office of CityAdministrator
Reg
ExecutiveAssistant
Garrick,Sean 1/2/2015 F 7 0 103,000 25,750Office of CityAdministrator
Reg
Attorney Advisor Gerst,Andrew 5/6/2013 F 12 4 76,963 19,241Office of LaborRelation
Reg
Attorney Advisor Girard,Kaitlyn A 7/1/2013 F 13 1 83,198 20,800Office of LaborRelation
Reg
Program AnalystHarris, JasonBurnell
2/11/2015 F 12 1 66,306 16,576Office of the CityAdministrator
Term
Attorney Advisor Harris,Vincent D 12/16/2013 F 12 2 72,295 18,074Office of LaborRelation
Term
Attorney AdvisorHathaway,CharlesMichael
5/5/2014 F 13 1 83,198 20,800Office of LaborRelation
Reg
PerformanceAnalyst
Holt,Kasmin C.E. 1/20/2015 F 7 0 80,000 20,000Office of CityAdministrator
Reg
Staff Assistant Holt,Wendell L 6/16/2003 F 12 6 76,596 19,149Office of CityAdministrator
Reg
17
Attorney Advisor Johnson,Repunzelle 8/6/2007 F 14 7 117,990 29,498Office of LaborRelation
Reg
AdministrativeOfficer
Kaiser Dark,Phyllis 4/9/2001 F 12 9 82,770 20,693Office of LaborRelation
Reg
Senior LegalAdvisor
Kreiswirth,Barry 3/21/2005 F 9 0 149,500 37,375Office of CityAdministrator
Reg
SupervisoryAttorney Advisor
Levy,Michael D 10/14/2007 F 1 0 127,822 31,956Office of LaborRelation
Reg
Clerk McLaughlin,Issac 1/13/2014 F 4 3 29,613 7,403Office of CityAdministrator
Reg
Program Analyst Mulat,Nathan 3/3/2014 F 11 6 62,200 15,550Office of CityAdministrator
Term
Attorney Advisor Naylor,Kathryn A. 11/13/2012 F 14 7 117,990 29,498Office of LaborRelation
Reg
ExecutiveAssistant
Redfearn,Mary E. 7/15/2013 F 12 4 72,480 18,120Office of LaborRelation
Reg
Attorney AdvisorShecklefordTallon,Michale A.
10/6/2014 F 12 1 69,961 17,490Office of LaborRelation
Term
Director ofAgencyOperations
Shorter,Christopher 9/29/2008 F 10 0 168,500 42,125Office of CityAdministrator
Reg
Special Assistant Simmons,Kyle E 6/9/2008 F 12 4 72,480 18,120Office of LaborRelation
Reg
Attorney AdvisorStokes,KevinMaurice
3/26/2012 F 13 5 94,298 23,575Office of LaborRelation
Reg
Mgmt. andProgramAnalysis Officer
Yeung,Sing Chuen 9/2/2007 F 14 0 121,367 30,342Office of CityAdministrator
Reg
CityAdministrator
Young,RashadMikal
1/2/2015 F 11 0 295,000 73,750Office of the CityAdministrator
Reg
ProgramAnalysis Officer
Yuckenberg,Jason 5/22/2006 F 14 4 98,968 24,742Office of CityAdministrator
Reg
Director, LRCB V 10 0 136,591 34,148Office of LaborRelation
Reg
18
Attachment C
OCA Performance Accountability Report
[Note: This document was submitted in a separate electronic file.]
Office of the City Administrator FY 2015 Performance Plan
Government of the District of Columbia Revised: February 2015 1
FY 2015 PERFORMANCE PLAN
Office of the City Administrator
MISSION
The mission of the Office of the City Administrator (OCA) is to facilitate the effective and efficient
implementation of the Mayor’s policies by providing leadership, support, and oversight of District
government agencies.
SUMMARY OF SERVICES
The Office of the City Administrator supports the day to day operations of the District government
by:
Managing the Performance Management program (CapStat), to track progress toward goals,
reduce costs, improve government services, and increase government accountability;
Improving government services and responsiveness by creating efficiencies and advancing
innovative solutions to public challenges;
Increasing public-private partnerships to expedite vital capital projects;
Providing direct leadership and support to the Government Operations Cluster and the
Public Safety and Justice Cluster, which report directly to the OCA, in addition to the
operations of each Deputy Mayor’s office;
Developing fiscally responsible budgets and continuously monitoring agency spending to
ensure government services are delivered on time and on budget; and
Fostering fair and open negotiations with the District government’s labor union workforce.
PERFORMANCE PLAN DIVISIONS:
City Administrator
Labor Relations and Collective Bargaining
Agency Management1
AGENCY WORKLOAD MEASURES
Measure FY 2012
Actual
FY 2013
Actual
FY 2014
Actual
Total number of Fiscal Year Performance Plans monitored and tracked 71 70 73
Total number of agency Key Performance Indicators monitored and
tracked 1,372 1,431 1,571
Total number of agency Initiatives monitored and tracked 1,059 1,154 1,256
Total Number of collective bargaining agreements with agencies under
the Mayors personnel authority2
43 43 403
Total compensation collective bargaining agreements 21 21 20
Total non-compensation collective bargaining agreements 43 43 404
1 For the purposes of the FY15 Performance Plan, Agency Management (1000) is included in the City Administrator (2000) division. 2 OLRCB does not have responsibility to negotiate working conditions for the Fraternal Order of Police at the Metropolitan Police
Department (MPD) or the seven collective bargaining agreements applicable to employees at the Department of Behavioral Health.
Nevertheless, ORLCB still engages with each District government agency in labor negotiations. 3 The numbers are reduced by one because three Teamster contracts at the Public Schools (Custodians and Attendance Counselors)
were merged into one, and two AFSCME Locals merged with the AFSCME Master Agreement.
Office of the City Administrator FY 2015 Performance Plan
Government of the District of Columbia Revised: February 2015 2
City Administrator (OCA)
SUMMARY OF SERVICES
The Office of the City Administrator provides support to the City Administrator and District
agencies in the areas of budget, management, and policy; organizes accountability sessions with the
Mayor and City Administrator; and manages the city’s Performance Management activity.
OBJECTIVE 1: Ensure the delivery of high-quality District services.
INITIATIVE 1.1: Reorganize the Office of the City Administrator to improve
oversight and support of District government agencies.
In FY15, the OCA will establish two (2) new positions to improve the oversight and support
of District government agencies. First, the OCA will establish a new Deputy City
Administrator position, which will directly manage the subordinate agencies in the
Government Operations and the Public Safety and Justice Cluster agencies. Second, the
OCA will establish a new Director of Agency Operations to support the day to day
operations of District agencies, in coordination with each Deputy Mayors office. Together,
these positions will provide senior leadership and guidance for the management of District
operations. The reorganization will also include the establishment of several new divisions
or offices, including the addition of the Office of Budget and Finance, which was previously
a direct report to the Executive Office of the Mayor. Completion date: January, 2015.
INITAITIVE 1.2: Establish an Office of Government Innovation.
In FY15, the OCA will establish an Office of Innovation, which will be responsible for
developing new ways of doing business to more effectively manage agency operations. The
Office will work closely with multiple District agencies to carry out this mission, including
the Office of the Chief Technology Officer. Specifically, the office will be responsible for
good government best practice research and the implementation of strategy development.
Completion date: September, 2015.
INITIATIVE 1.3: Establish an Office of Public-Private Partnerships.
In FY15, the OCA will establish the Office of Public Private Partnerships, which was created
pursuant to District statute (Act A20-0550). Pursuant to the Act, the Office is the primary
public entity responsible for facilitating the development, solicitation, evaluation, award,
delivery, and oversight of public-private partnerships that involve a public entity in the
District. The Act requires that the Office is headed by an Executive Director, which the
OCA will recruit in FY15. Additional support staff may be required once the Executive
Director is on-boarded and has an opportunity to advise on an appropriate staffing structure.
Completion date: September, 2015.
4 Two Teamsters Contracts were combined.
Office of the City Administrator FY 2015 Performance Plan
Government of the District of Columbia Revised: February 2015 3
INITIATIVE 1.4: Enhance data-driven decision making through the use of the
District’s performance management program (CapStat).
In FY15, the OCA will re-envision the CapStat program to create an effective and accessible
performance management system to help inform progress toward goals and hold agencies
accountable. In support of this effort, the OCA will appoint the District’s first Chief
Performance Officer, who will oversee the day to day operations of the performance
management program and ensure that the District implements a comprehensive performance
management system that is informed by best practices and includes regular meetings to
review progress toward performance goals. Completion date: September, 2015.
INITIATIVE 1.5: Promote transparency and engagement in the budget development
process.
In FY15, the Office of Budget and Finance will work directly with the City Administrator
and the Executive Office of the Mayor to engage residents from all 8 wards to create the
District’s next budget. With residents at the table, the Mayor will prioritize closing the gaps
and giving everyone a fair shot by investing in education, job training, and affordable
housing. The Mayor and senior staff will attend dozens of community meetings in February,
in addition to hosting at least 3 Budget Engagement Forums, designed to be interactive
discussions where District residents can provide input to help shape priorities. Completion
date: March, 2015.
Office of the City Administrator FY 2015 Performance Plan
Government of the District of Columbia Revised: February 2015 4
KEY PERFORMANCE INDICATORS – City Administrator
Measure FY 2013
Actual
FY 2014
Target
FY 2014
Actual
FY 2015
Projection
FY 2016
Projection
FY 2017
Projection
Percent of District
agencies completing a
Fiscal Year
Performance Plan
101.43% 95% 100% 95% 95%
95%
Percent of District
agencies participating
in the Performance
Management
Program completed
training5
72.22% 95% 41% 95% 95%
95%
Percentage of fiscal
year agency
initiatives either fully
or partially achieved
90.81% 95%
N/A6
95% 95%
95%
Percentage of fiscal
year key performance
indicators either fully
or partially achieved
85.67% 80% 75% 85% 90%
90%
Total number of
CapStat and Task
Force meetings held7
16 15 12 15 24 24
5 Re-worded for flexibility with changing numbers; in FY 13 – 70 District’s agencies (Under the Mayor’s Authority and some
Independent) participated in the Performance Management Program. In FY 14 there were 73 agencies (EOM= 53, Independent = 20) 6 Data not available at the time the report was published. The numbers will be provided in FY 15 Q1. 7 “In FY13, the OCA added Task Force meetings to this measure because the Task Forces meetings were held using the
same format, philosophy, and level of staff support as the overall DC Stat program, as of 1/2/15 referred to as CapStat.”
Office of the City Administrator FY 2015 Performance Plan
Government of the District of Columbia Revised: February 2015 5
Labor Relations and Collective Bargaining (OLRCB)
SUMMARY OF SERVICES
The Office of Labor Relations and Collective Bargaining is the Mayor’s principal representative in
labor relations and collective bargaining matters. Its core mission is to administer a comprehensive
and centralized labor relations program for all agencies under the Mayor’s personnel authority. In
administering the labor relations program, OLRCB staff negotiate collective bargaining agreements,
represent management in related labor litigation, including arbitrations and unfair labor practice
allegations, provides training necessary to minimize litigation and associated costs and ensures the
effective administration of labor relations contractual and legal obligations. They continuously
interact with senior leadership, directors, managers and supervisors, management labor liaisons and
union leaders. The ultimate goal of the OLRCB is to administer the labor relations and collective
bargaining program within the statutory framework and allocated budget while enhancing efficiency
of government operations and without infringing on employee rights
OBJECTIVE 1: Effectively administer the labor relations program by engaging in good faith
with duly elected and authorized employee labor representatives.
INITIATIVE 1:1: Monitor DC Court of Appeals litigation addressing attempt to
reconcile the split in the Superior Court’s decisions regarding the application of the
Revised Uniform Arbitration Act and its supposed displacement by the CMPA. The litigation related to this initiative has been completed, pending a decision of the D.C.
Court of Appeals en banc. Once a decision is issued the OLRCB will review and work with
the Office of the Attorney General to ensure the District’s position is reconciled, including
the filing of any required appeal. Completion Date: December 2014.
INITIATIVE 1:2: Reduce litigation costs.
Labor litigation costs negatively impact the District’s budget and in some cases these costs
can often be avoided if (1) agencies review and comply with the collective bargaining
agreements and (2) seek OLRCB advice and counsel before making decisions that impact
union employees. In an effort to reduce litigation costs OLRCB will enhance its case
assessment procedures by notifying the City Administrator monthly of cases that OLRCB
believes should be settled, should an agency disagree with OLRCB’s recommendation to
settle. In such cases, the City Administrator will direct OLRCB to proceed with the hearing
or settle the case. This process has been implemented and communicated to all affected
agencies during the most recent Labor Liaison Forum in June 2014. Current data indicates
that formalizing and compliance with this process should result in a reduction in litigation
costs Completion Date: September 2015
INITIATIVE 1:3: Increase the speed at which arbitration hearings are scheduled and
conducted by focusing on keeping cases moving or encouraging withdrawal, where
appropriate. The OCA is committed to timely resolving labor disputes. To that end, the OLRCB will be
proactive in its approach and management of cases and ensure that arbitration and unfair
labor practice hearings are completed as expeditiously as possible, by proactively demanding
withdrawal of arbitration demands if the requisite arbitration panel has not been requested
from the Federal Mediation and Conciliation Services or the American Arbitration
Office of the City Administrator FY 2015 Performance Plan
Government of the District of Columbia Revised: February 2015 6
Association and confirming management witnesses availability early to avoid extension of
hearings. To date OLRCB has been successful in having 5 out of 8 cases either withdrawn or
administratively dismissed by PERB. OLRCB will similarly address 15 dormant cases in FY
2015. Completion Date: September 30, 2015
INITIATIVE 1:4: Achieve compliance with the statutory mandate to negotiate
compensation and working conditions agreements at the same time.
Draft legislation to effectuate the current statutory mandate that compensation and working
conditions agreements be negotiated at the same time. The problem has been that some
Locals delay coming to the table for working conditions bargaining because they fear losing
provisions in their contract. Nevertheless they benefit from each Compensation Units 1 & 2
agreement that is negotiated. This deprives the District of the give and take that is
contemplated in having both sets of bargaining – compensation and working conditions
conducted at the same time. Bargaining for police officers, lawyers, nurses, doctors and
firefighters all encompass compensation and working conditions at the same time.
Completion Date: October 30, 2014
INITIATIVE 1:5: Increase training contacts.
Dedicate additional current resources to training by including discipline training with every
contract training. Completion Date: September 30, 2015.
INITIATIVE 1:6: Propose legislative amendments to the CMPA in support of the
objectives of OLRCB. Completion Date: September 30, 2015
Propose legislative language limiting attorney fees in labor related arbitration and similar
proceedings to $90.00 per hour based on D.C. Official Code § 11- 2604(a). This is warranted
as adverse litigation can and does sometimes result in disproportionately large attorney fees
awards that often do not align with the fees union attorneys charge the unions they represent.
These fees are typically based on the Laffey matrix which arose from and are appropriate for
complex federal litigation not arbitration. Fees based on the Laffey matrix are indexed to
years of practice and can run in excess of $500.00 per hour.
Propose legislative language requiring arbitrators to follow District law and case precedent
strictly instead of applying reasoning that varies from either or both.
Office of the City Administrator FY 2015 Performance Plan
Government of the District of Columbia Revised: February 2015 7
KEY PERFORMANCE INDICATORS – Labor Relations and Collective Bargaining
Measure FY 2013
Actual
FY 2014
Target
FY 2014
Actual
FY 2015
Projection
FY 2016
Projection
FY 2017
Projection
Percent of Collective
Bargaining
Agreements in
impasse
20% 16% 1%8 20% 5% 10%
Percent of
compensation
collective bargaining
agreements currently
under negotiation
57% 30% 1%9 100% 98%
10 80%
Percent of non-
compensation
collective bargaining
agreements currently
under negotiation
44% 44% 3.6% 0% 10%
100%
Percent of cases
successfully mediated
before third party
neutrals
45% 45% 38% 50% 50% 53%
Percent of cases
successfully litigated
before the Public
Employee Relations
Board
45% 45% 37% 50% 50% 55%
Total number of
training sessions
provided to labor
liaisons, managers,
supervisors and
management
officials11
50 55 43 120 120
120
8 OUC and HSEMA are at impasse. 9 Contracts covering nurses and firefighters expire on September 30, 2014. The Unions have demanded to reopen these contracts.
OLRCB does not negotiate the Teachers contract. 10 Most of our contracts expire on 9/30/17 and the statutory window to reopen is in June 2016. 11 Training is better reflected in the actual number of employees trained.